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Public Transport Ombudsman Limited Annual Report

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Public Transport Ombudsman Limited Annual Report PUBLIC TRANSPORT OMBUDSMAN LIMITED ANNUAL REPORT 2013 About the PTO The Public Transport Ombudsman Limited Our mission The mission of the Public Transport (PTO) is a not for profit, independent Ombudsman (PTO) is to receive, investigate and facilitate the dispute resolution body, providing a free, resolution of complaints and disputes between users of public passenger fair, informal and accessible service for transport services in Victoria and the resolution of complaints about Victorian Members of the PTO scheme, where the public transport operators have public transport operators, who are been unable to resolve the complaint members of the PTO scheme. in the first instance. Our mission is founded on We can handle most public transport related issues, including service delivery, ticketing, principles of independence, infrastructure and rolling stock, land, Authorised Officers, operator staff and contractors. natural justice, access, equity, effectiveness, accountability Before we can investigate a complaint, the consumer must have raised it with the and community awareness. operator. We will provide impartial advice, information and referral in response to enquiries and complaints that haven’t been raised with the operator. Our aim is to investigate and resolve cases quickly and informally. When helping Our values consumers and operators to negotiate a resolution, we take into account what is fair and reasonable, good industry practice and the law. Excellence The PTO has an important role in identifying and resolving systemic issues arising Quality focused, Accountable, from enquiries and complaints. Where appropriate, we may refer systemic issues to Responsive, Accurate the relevant transport operator, industry regulator, government department or the Minister for Public Transport. We strive for excellence because we value what we do. We work with operators, regulators and consumer groups to drive customer service improvements and help prevent the cause of complaints. Public reporting on public Integrity transport complaints, issues and trends is a key part of our role and can be a catalyst for process and system improvements. Open, Confident, Strong, Committed Our policies, processes and corporate governance comply with the Benchmarks for Industry-Based Customer Dispute Resolution Schemes (DIST Benchmarks). The DIST We are transparent, honest Benchmarks are currently being reviewed by the Commonwealth Consumer Affairs and consistent. Advisory Council. Leadership PTO Members Inspired, Creative, • Public Transport Victoria (PTV) Courageous, Effective • BusVic • Metro Trains Melbourne (Metro) We lead through encouragement, • Southern Cross Station guidance and innovation. • Transdev Melbourne • V/Line Respect • VicTrack • Yarra Trams Empathic, Considerate, Honest, Fair Membership changes We treat ourselves and others • The Transport Ticketing Authority ceased to be a Member on 31 December 2012 with dignity. when in was wound up and PTV became responsible for myki. • From 4 August 2013, Transdev Melbourne, took over the delivery of 30% of Independence Melbourne bus services and became a Member of the PTO scheme. Equitable, Reasonable, Consistent, Transparent We are impartial and objective. 2 Public Transport Ombudsman Annual Report 2013 Cases finalised 4,377 90% within 31 days Cases received Complaints investigated and finalised 708 complaint investigations 6,485 complaint issues 1,381 Issues registered 88% resolved by agreement 4 Chair’s Report 23 Enquiries and complaints – Index out of jurisdiction 5 Ombudsman’s Report 24 Enquiries and complaints 7 The PTO Ltd Board referred to PTO Members 8 Closing the accessibility gap 25 Complaints referred for internal escalation 9 Building community awareness and contributing 27 PTO Investigations to public policy development 29 Finalised PTO Investigations 10 Consumers - the people who contact the PTO 32 Complex investigations: a key to identifying business 12 Cases received and improvement opportunities how we handled them 33 Internal Dispute Resolution 14 Case Issues (IDR) Process 15 Detailed Issues by Category 34 Our case handling performance 16 Cases by PTO Member 35 Summary Financial 18 myki Statements 20 Systemic Issue Investigations – a major part of the PTO’s work Public Transport Ombudsman Annual Report 2013 3 Chair’s Report The PTO’s case volumes increased from 3,555 in 2011/2012 to 4,377 in 2012/2013. This was partly due to the ongoing roll-out of myki, as well as rising The PTO’s case volumes of transport operators. case volumes Despite the increased work load, the PTO increased did not increase staff numbers, which was from 3,555 a credit to Ombudsman, Janine Young, and the dedicated and hardworking staff in 2011/2012 of the PTO. They deserve much credit for to 4,377 in their ability to maintain very high quality standards in the face of rising caseloads. 2012/2013. This year has been The establishment of Public Transport Victoria (PTV) in April 2012 necessitated a particularly busy a thorough re-evaluation of procedures in order to set up new protocols and one for the PTO, reporting mechanisms across the entire In recognition of Janine Young’s excellent with an increasing scheme. On 2 April 2013 PTV was work as Ombudsman in the three years confirmed as a member of the PTO since her initial appointment, she has been caseload and the scheme. Its expanded responsibility reappointed for a further term of five years. includes myki, since the winding-up of need to respond the Transport Ticketing Authority on 31 The year ahead will undoubtedly be December 2012. another challenging one. The Board and to changes in the Ombudsman will continue to work with The 2012/2013 PTO budget was all PTO scheme members to adapt to our administrative formulated in the knowledge that the changing public transport environment, PTO’s cash reserves would need to be while ensuring that the PTO continues structure of public utilised, as the agreed member levies to meet its obligations to Victorian would not cover expenses. Prudent use of commuters by dealing fairly and efficiently transport in Victoria. resources by the Ombudsman meant that with all cases. This includes welcoming a the amount required from these reserves new member, Transdev Melbourne, which was smaller than budgeted. Pleasingly, from 4 August 2013 took on the operation members accepted that the 2013/2014 of around 30 per cent of Melbourne’s bus budget would need to be fully-funded to services, including smart bus routes. avoid further use of cash reserves. It has been one of the Board’s priorities in the On behalf of the Board, I am pleased to past year to improve dialogue between present this Annual Report for the year PTO and members and the improved ended 30 June 2013 and would like to budget approval process signals that this thank all those who provided support to work has paid dividends. the PTO scheme during the past year. The only change to the composition of the Board in the past 12 months has been the resignation of Industry Director Rob Barnett. Rob made a very valuable contribution to the Board in the two and a half years he was a member. It was a pleasure to welcome Chris Lowe back to Richard Allsop the Board as Rob’s replacement. Chair Public Transport Ombudsman Limited Board members attended a number of events designed to further their effectiveness, including an Institute of Company Directors’ workshop and a forum with other industry scheme directors. 4 Public Transport Ombudsman Annual Report 2013 Ombudsman’s Report Budget, case number During this period, we spent considerable monitoring and review time carefully reviewing resourcing, case From the beginning of 2012 case volumes and adjusting staffing levels. We volumes were trending upwards and were assisted by the Energy and Water we forecast case receipt of 6,000 in Ombudsman (Victoria) who was able to 2012/2013. We identified that without second well trained complaint handling a significant improvement in operator staff to the PTO to manage the increased internal dispute resolution processes, case load. This meant my office did it was unlikely that we would experience not have to expend valuable time and a decrease in case volume. resources on training additional staff for roles without long term funding. So we focused on working with PTO Members to draw their attention to the At the AGM, a conservative budget was This has been a systemic issues and drivers of complaints. secured but with minimal provision for Positively, they took on our advice and the vital community engagement and pivotal year in directed resources towards improving policy work my office also undertakes. their complaint handling and fixing the I emphasised to PTO Members whose the PTO’s history. root causes of their complaints. We also complaint numbers were highest, that we reviewed our web content to make it easy were reliant on their ongoing efforts to We commenced for consumers to understand the primary effectively manage their complaints for this budget to succeed. 2012/2013 facing role of Member’s complaint processes. As a result of our work, a number of the At the request of PTO Members we critical funding key causes of complaints were resolved. completed an independent funding model By October 2012 we saw case numbers review. The review was aimed at ensuring issues. My office begin to trend downwards and as a result, the PTO had the most appropriate and we received 4,377 cases in 2012/2013 equitable means of charging Members was receiving a rather than the forecast 6,000. for the cost of complaints lodged with my office. The review resulted in Members record number of At times, the relationship between the obtaining a better understanding of the PTO and the Transport Ticketing Authority PTO’s funding and budget processes. complaints, which (TTA) was challenged by systemic issues Following the review, PTO Members required additional which we considered raised potential re-endorsed the funding model that was non-compliance with the Australian already in place.
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